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Workplace Health Business Case Report - New Horizon
Workplace Health Business Case Report - New Horizon
EXECUTIVE SUMMARY
This business case was prepared for Mr. Christopher G. Bonnet, Chief Executive Officer of New
Horizon, Retail Hardware Store. This report describes the numerous tangible and intangible benefits of
implementing the ‘Supporting Minds’ Comprehensive Workplace Health Program (CWHP) at New
Horizon in the form of decreased Workplace Safety and Insurance Board (WSIB) premiums, reduced
absenteeism, increased productivity and improved organizational culture.
This detailed report documents our key targets and exhibits how the CWHP will contribute to
achieving New Horizon’s two primary business goals:
Reduce injuries, musculoskeletal disorders and stress-related absenteeism.
Promote and foster a culture of health and safety within the organization.
According to Workplace Safety and Prevention Services (n.d.), musculoskeletal disorders
(MSDs) are responsible for 43% of all work-related injuries, 43% of all lost-time claims and 46% of all
lost-time days and they contribute to over a billion dollars in direct and indirect costs to employers.
This report demonstrates the value of investing in a wellness program to maintain a physically
and psychologically healthy, therefore productive workforce. An effective program minimizes the
expenditures associated with lost work time, worker’s compensation, and disability.
The CWHP will target the physical, mental and financial aspects of New Horizon’s employees by
providing hands-on training, online educational sessions and introducing an Employee Assistance
Program (EAP).
Information in this report was collected from all New Horizon staff using focused-group
interviews of executives, managers, supervisors and employees and an environmental audit of the
workplace.
BUSINESS CASE REPORT – NEW HORIZON 3
TABLE OF CONTENTS
Title page 1
Executive Summary
2
Introduction 4
Needs Assessment 4
Existing Programs and Resources 4
Methodology 5
Results 5
Health Strategy 6
Physical health strategy 6
Psychological health strategy 6
Financial strategy 7
Comprehensive Workplace Health Program 7
Implementation Plan 8
Physical Aspect – Train the Trainer 8
Educational Aspect – Online Learning Modules/Wellness Website 9
Psychological Aspect – EAP 9
Marketing Plan 9
Marketing Goal 9
Marketing Strategy 10
Marketing Plan 10
Marketing Budget 11
Risks 11
Recommendations 11
Recommendations for Action 11
References 12
Appendix A 13
Figure 1 - New Horizon’s Employer Interview Questions 13
Figures 2 - Categories of the CWHP Activities 13
Appendix B 14
Comprehensive Workplace Health Program Budget 14
Figure 3 - Implementation Costs 14
Figure 4 - Marketing Costs 14
Indication of Authorship for Specific Sections Of the Business Case Report 15
BUSINESS CASE REPORT – NEW HORIZON 4
INTRODUCTION
New Horizon operates a network of hardware retail chains with a mission to provide high-quality,
reliable, and inexpensive products to customers across Ontario. In 1998, New Horizon established three
stores in Toronto and has since expanded to 88 locations with approximately 150 employees at each
location. These locations comprise general labourers, forklift drivers, material handlers,
shipping/receiving associates, cashiers and sales floor associates.
A trend has emerged at New Horizon retail location #7 and warehouse location #5 of increased
injury and workplace absenteeism seemingly due to a lack of organizational safety culture. This has
affected the company’s economy both directly and indirectly in the form of lost productivity, increased
WSIB claims due to injury, MSDs, workplace stress, and increased cost of employee benefits. Through an
Employer Interview (Appendix A, Figure 1), New Horizon has expressed organizational readiness to
decrease MSD injuries, improve employee mental health, and improve their culture of safety.
With approval from the Joint Health and Safety Committee (JHSC) and sponsorship from the
Chief Financial Officer, we recommend introducing a CWHP to locations #7 and #5. These locations will
be used as a pilot as they have shown higher incident rates compared to other locations. A preliminary run
will mitigate the risks of this new program and identify any deficiencies before implementing it to other
locations. This program aims to address MSDs, employee mental health, and New Horizon’s
organizational culture of safety. We anticipate that this will benefit the employer by reducing costs
associated with MSDs and stress-related absenteeism.
NEEDS ASSESSMENT
METHODOLOGY
To determine the employer and employee needs, data were collected from New Horizon retail
location #7 and warehouse location #5. First, data from an employer interview (Appendix A, Figure 1)
were used to determine the managers, the board of directors, human resources and the CEOs opinions on
the promotion of workplace health and wellbeing. Next, a workplace audit (Canadian Centre for
Occupational Health and Safety (CCOHS), 2018) sought information through WSIB injury claims,
employee absence reports, and an assessment of the physical working environment. The last set of data
was a focused-group employee interview. At both locations, 10 employees from each shift were
interviewed to determine employees’ views on workplace safety culture. To encourage participation, all
employees who completed the interview were entered into a raffle to win one of three $50 New Horizon
gift cards.
RESULTS
From the employer interview, it was determined that there is a lack of safety culture within the
New Horizon retail store and warehouse. WSIB records show a lack of commitment to safety as evident
through the employees’ lack of supportive channels to communicate hazards to their supervisors. While
this company follows safety policies such as recording all workplace-related illnesses and injuries, there
has been an increase in MSD injuries, compared to last year's report. These recurring injuries seem rooted
in a lack of safety culture. Feedback from the employer interview will be used to create changes at policy
levels and cultural levels.
After reviewing WSIB claims and employee absence reports within the workplace audit, there
was an apparent increase in absenteeism due to MSDs and mental health in the past year. Information on
WSIB claims showed that 47% of workplace injury claims were due to injury and MSDs, and 23% were
due to mental health issues (e.g., workplace stress). The employee absence reports showed that employees
who suffered from MSDs or mental health issues missed an average of 12.3 days per year. According to
Statistics Canada (2020), full-time employees working in Toronto miss on average 6.8 days per year,
making New Horizon above average. The workplace audit determined that employees were not properly
trained in the handling of heavy materials, and many did not use proper lifting techniques.
After conducting the employee interview, the findings indicated that:
63% of employees perform repetitive movements, (e.g., packing, pulling, pushing) for at least
three hours during the day.
51% of employees did not receive the necessary workplace health and safety training when
starting the job and were not taught proper lifting techniques.
BUSINESS CASE REPORT – NEW HORIZON 6
HEALTH STRATEGY
New Horizon aims to produce a positive cash flow, net profit, and become one of the best-in-
class providers of hardware products in Canada. To achieve these business goals, by the end of 2023,
New Horizon is aiming to decrease musculoskeletal-related absenteeism rates by a minimum of 23%,
reduce WSIB costs by the minimum of 15%, and lower rates of workplace stress by 19%. The priority of
the Health Strategy is to develop initiatives that holistically address the unmet needs of New Horizon
employees through physical, psychological, and financial strategies. The initiatives will be launched at
retail location #7 and warehouse location #5 for one year to ensure the effectiveness of the program
before the official implementation at the other locations. During this pilot program, metrics are required
to measure the impact of the program at the two locations including rates of employee participation,
employee satisfaction, overall wellness score, and days absent from work. During this period, we suggest
benchmarking the company’s health data including employees’ health risks and health-related costs
against those of other organizations in the retail industry.
FINANCIAL STRATEGY
Financial stress not only affects employee’s physical and mental well-being but negatively
impacts their performance at work (Government of Canada, 2019). The objective of financial strategy is
to assist employees and their families to save and reduce their financial stress by providing online classes
on financial literacy. These online sessions will provide the employees with various tools and resources
on saving, budgeting and managing their finances.
The CWHP developed focuses on three key issues: MSDs, mental health, and negative workplace
culture. The proposed CWHP approach will consider and address three crucial categories to build and
ensure a safe and healthy work environment: occupational health and safety, employee voluntary health
practices, and organizational culture (Appendix A, Figure 2) (The Health Communication Unit, 2004).
A comprehensive Job Safety Analysis (JSA), focusing on the tools/mechanical devices utilized by
the employees will be conducted. A JSA ensures that tasks meet all safety principles and practices, and is
best achieved when workers, supervisors and health and safety representatives analyze the job operation
(CCOHS, 2016). Key findings from the JSA will be incorporated into the training sessions to teach the
proper use of these tools and equipment.
Online Educational sessions will provide employees with the required health and safety standards
to prevent workplace injuries. They will also provide wellness initiatives including smoking cessation,
nutritional lessons and stress management. The educational sessions will deal with the theoretical aspects
of the program, while the training will deal with physical, 'hands-on' experience.
Finally, implementing a more suitable EAP through Morneau Shepell shall provide mental health
solutions to all employees at New Horizon as the existing EAP is not successfully fulfilling its purpose.
This new program will provide confidential counselling services to all employees and their immediate
families and includes 24-hour crisis support along with scheduled in-person/web/phone or chat sessions.
The CWHP integrates all key components by improving physical wellness from reducing work-
related injury, illness and disability; improving occupational wellness by encouraging organizational
engagement in safe and healthy work practices; and focusing on the employees’ emotional/psychological
wellbeing thus addressing the negative workplace culture (Burton, 2010).
In order to ensure the interest and participation of key stakeholders and increase the program's
success, the evaluation criteria and process of the CWHP will be as follows:
collect data from workplace environmental audits
BUSINESS CASE REPORT – NEW HORIZON 8
IMPLEMENTATION PLAN
The Implementation Plan was developed based on the needs and interests of the workforce at
New Horizon and was created with the commitment and support of all senior levels of management.
Employees were actively involved in the development of the CWHP to encourage their interest and
participation in the program.
BUSINESS CASE REPORT – NEW HORIZON 9
Shepell, and will be available to both full-time and part-time employees (Appendix B, Figure 3). Morneau
Shepell's EAP has the most competitive rate and has been proven to be the most effective means to
support employees to manage work, health and life issues (Morneau Shepell, n.d.). Detailed informational
packets will be provided to all staff regarding the EAP services available.
MARKETING PLAN
MARKETING GOAL
The marketing goal for implementing the CWHP at New Horizon is to reach the largest number
of people in the most efficient manner. We will strive to:
Generate excitement and intrigue about the new initiatives
Educate employees on their current available benefits as well as the new program offerings.
Encourage employee participation.
Improve company morale by promoting the belief that all employees are cared for, and their
voices are heard.
Promote a culture of safety and increase overall safety awareness.
MARKETING STRATEGY
Relationship marketing will be used to enhance the connection between the employee and the
employer by focusing on employee wellbeing and satisfaction. This strategy is expected to improve
employee health, better communications and enhance company morale. Furthermore, increased
productivity and reduced absenteeism in the workplace can be expected as a result. It is likely to improve
New Horizons' brand, ensuring they are keeping up to social trends in the current marketplace (Hennig-
Thurau, Gwinner, & Gremler, 2002, p. 230).
MARKETING PLAN
Consists of several components:
Informational e-newsletter outlining the services currently available to staff in their health
benefits package.
Reminders of established safety protocols and standard operating procedures related to workplace
safety, health and wellness (e.g., emails, posting of safety literature).
Email newsletter outlining the launch of the new program and its features to increase awareness
of and participation in the Supporting Minds CWHP.
A helpline (1-800-number) will be available during business hours to answer any queries related
to the new and existing plans (answered by the Wellness Committee members).
BUSINESS CASE REPORT – NEW HORIZON 11
Posters (multilingual) will be placed in common areas such as the cafeteria, washrooms, lounge
area etc. to grab attention and spread information.
Regular in-person meetings will be held to keep everyone informed (town hall with larger groups
if possible, together with smaller, pre-shift roll call meetings).
Several incentives throughout the program will be offered to encourage participation such as
lucky draw prizes after completing training modules (e.g., company gift cards, free lunches),
promotional products (e.g., tote bags, mugs, pens etc.), rewards and recognition (e.g., employee
of the month) (Appendix B, Figure 4).
Follow up email newsletters sent weekly to reinforce messages, provide support and maintain
ongoing communication to generate positive outcomes.
Periodic surveys will be completed to obtain feedback on employee satisfaction with the new
initiatives.
MARKETING BUDGET
This includes costs of labour for composing emails and e-newsletters, and maintaining the
helpline. It will also include costs for program incentives and outreach materials (e.g., posters, printing)
(Appendix B, Figure 4).
RISKS
Low Participation – This risk can be mitigated by rewards/recognition/benefits for using
programs. During the assessment process, the required modifications and improvisations will be
completed to ensure maximum participation.
Costs/Limited Return on Investment – At six months and the one-year mark, programs will be
analyzed to ascertain which aspects are working, understanding that the Return on Investment (ROI) may
not show measurable results immediately. At these junctions, initiatives will be tailored to ensure
continued success. While research on wellness program’s ROI is limited, preliminary studies have shown
that targeted, integrated and comprehensive wellness programs can produce a positive return (Boyer &
Chenier, 2014).
Stigma – People may not use mental health services as there is a stigma attached to it. Thus, the
employees will be safeguarded that the new psychological services offered are completely confidential.
Only EAP aggregate reports will be shared with the employer. Encouraging participation from
management down will create an environment that supports employee mental health.
RECOMMENDATIONS
Further to our CWHP, we suggest the following ideas that will help facilitate a successful
transition period, creating a healthy and safe working environment for all.
Create anticipation among employees by illustrating how participating in the CHWP will create
positive change.
Invest time identifying and researching workplace wellness grant programs and resources that are
available to support additional wellness activities.
Use environmental clues and tangible objects to support behavioural changes (e.g., reorganizing
cafeteria products by offering healthier options, creating a stretching area equipped with mats and
resistance bands for quick stretching breaks, post wellness initiatives throughout each location).
Reduce stigma about mental illness through clear communication across the whole organization
by organizing weekly events (e.g., Mental Health Mondays).
REFERENCES
Boyer, C., & Chénier, L. (2014). Does workplace wellness really matter? Canadian HR Reporter, 27(20),
19. Retrieved from https://www.hrreporter.com/news/hr-news/does-workplace-wellness-really-
matter-toughest-hr-question/280445
Burton, J. (2010). WHO healthy workplace framework and model: Background and supporting literature
and practices. World Health Organization. Retrieved from
http://www.who.int/occupational_health/healthy_workplace_framework.pdf
CCOHS. (2018, June 4). Inspection checklists - Sample checklist for manufacturing facilities. Retrieved
from https://www.ccohs.ca/oshanswers/hsprograms/list_mft.html
CCOHS (2016, December 1). OSH answers fact sheets: Job safety analysis. Retrieved from
https://www.ccohs.ca/oshanswers/hsprograms/job-haz.html
Grimani, A., Aboagye, E., & Kwak, L. (2019). The effectiveness of workplace nutrition and physical
activity interventions in improving productivity, work performance and workability: A systematic
review. BMC Public Health, 19(1), 1676-1676. doi:10.1186/s12889-019-8033-1
Government of Canada. (2019, January 15). Why your employees’ financial well-being matters.
Retrieved from https://www.canada.ca/en/financial-consumer-agency/services/financial-wellness-
work/why.html
Hennig-Thurau, T., Gwinner, K. P., & Gremler, D. D. (2002). Understanding relationship marketing
outcomes: An integration of relational benefits and relationship quality. Journal of Service
Research: JRS, 4(3), 230–247. doi.org/10.1177/1094670502004003006
BUSINESS CASE REPORT – NEW HORIZON 13
APPENDIX A
FIGURES 1 & 2
New Horizon’s Employer Interview Questions
APPENDIX B
FIGURE 3
Implementation Costs
FIGURE 4
Marketing Costs
References: Ishmael
Appendices:
- Appendix A: Megan, Tiffany & Ishmael
- Appendix B: Jaya, Gurdeep & Melissa